Frameworks for IT Management by Operational Excellence Consulting

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This presentation is a collection of PowerPoint diagrams and templates used to convey 50 different IT governance, management and delivery excellence models.

Models/frameworks include the following:

1. IT Infrastructure Library (ITIL v3)
2. ISO/IEC 20000 IT Service Management
3. ISO/IEC 27001 Information Security Management Systems
4. Control Objectives for Information and related Technology (COBIT 5)
5. Australian Standard for Corporate Governance of IT (AS 8015-2005)
6. Capability Maturity Model Integration (CMMI)
7. People Capability Maturity Model (PCMM)
8. ISO/IEC 15504 (SPICE)
9. Project Management Body of Knowledge (PMBoK)
10. Organizational Project Management Maturity Model (OPM3)
11. Portfolio, Programme, Project Management Maturity Model (P3M3)
12. Portfolio, Programme & Project Office (P3O)
13. PRINCE2 Project Management
14. Managing Successful Programmes (MSP)
15. Management of Risk (M_o_R)
16. IDEAL Model
17. Waterfall Model
18. V Model
19. Agile Model
20. Scrum Model
21. Generic Framework for IT Management
22. Business Information Services Library (BiSL)
23. Information Services Procurement Library (ISPL)
24. IMPA Competence Baseline (ICB)
25. Nolan's Stages of Growth for IT Systems
26. IBM Enterprise Data Architecture Models
27. TOGAF Architecture Development Method (ADM)
28. TM Forum Business Process Framework (eTOM)
29. ISO/IEC 19770 Software Asset Management
30. Total Quality Management (TQM)
31. Plan-Do-Check-Act (PDCA) Cycle
32. ISO 9001 Quality Management
33. Harmon's Process-Strategy Matrix for Outsourcing
34. PricewaterhouseCoopers Outsourcing Model
35. eSourcing Capability Model for Service Providers (eSCM-SP)
36. Microsoft Outsourcing Framework (MOF)
37. Gartner Application Development Sourcing Cost Model
38. Eight Types of Waste in IT Services
39. Cause & Effect Diagram
40. Six Sigma Quality Improvement (DMAIC)
41. Business Process Redesign (Hammer & Campy)
42. Baldrige Performance Excellence Model
43. EFQM Business Excellence Model
44. Australian Business Excellence Framework
45. Balanced Scorecard
46. Xerox Benchmarking Model
47. COPC-2000
48. SERVQUAL Model
49. ADKAR Model
50. Kotter's Eight Phases of Change

To download this presentation, please visit our partner site at: http://www.oeconsulting.com.sg

Published in: Business, Technology

Frameworks for IT Management by Operational Excellence Consulting

  1. 1. © Operational Excellence Consulting. All rights reserved. This presentation is a collection of PowerPoint diagrams and templates used to convey 50 different IT governance, management and delivery excellence models/frameworks. Frameworks for IT Management Diagrams and Templates of IT Governance, Management & Delivery Excellence Frameworks
  2. 2. © Operational Excellence Consulting. All rights reserved. 2 Contents (1 of 2) 1. IT Infrastructure Library (ITIL v3) Model 2. ISO/IEC 20000 IT Service Management Model 3. ISO/IEC 27001 Information Security Management Systems Model 4. COBIT 5 Model 5. Capability Maturity Model Integration (CMMI) 6. People Capability Maturity Model (PCMM) 7. ISO/IEC 15504 (SPICE) 8. Project Management Body of Knowledge (PMBOK) 9. Organizational Project Management Maturity Model (OPM3) 10. Portfolio, Programme, Project Management Maturity Model (P3M3) 11. Portfolio, Programme, Project Office Model (P3O) 12. PRINCE2 Project Management Model 13. IDEAL Model 14. Waterfall Model 15. V Model 16. Agile Model 17. Scrum Model 18. Nolan’s Stages of Growth for IT Systems 19. IBM Enterprise Data Architecture Models 20. TOGAF Architecture Development Method (ADM) NOTE: This is a PARTIAL REVIEW. To download the complete presentation, please visit: http://www.oeconsulting.com.sg
  3. 3. © Operational Excellence Consulting. All rights reserved. 3 Contents (2 of 2) 21. TM Forum Business Process Framework (eTOM) 22. ISO/IEC 19770 Software Asset Management Model 23. ISO 9001 Quality Management Model 24. Harmon’s Process-Strategy Matrix for Outsourcing 25. PricewaterhouseCoopers Outsourcing Model 26. eSourcing Capability Model for Service Providers (eSCM-SP) 27. Microsoft Outsourcing Framework (MOF) 28. Gartner Application Development Sourcing Cost Model 29. Eight Types of Waste in IT Services 30. Cause & Effect Diagram 31. Six Sigma Quality Improvement Model (DMAIC) 32. Business Process Redesign (Hammer & Campy) 33. Baldrige Performance Excellence Model 34. EFQM Business Excellence Model 35. Balanced Scorecard 36. Xerox Benchmarking Model 37. COPC-2000 Model 38. SERVQUAL Model 39. ADKAR Model 40. Kotter's Change Management Model
  4. 4. © Operational Excellence Consulting. All rights reserved. 4 IT Infrastructure Library (ITIL v3) provides a practical framework for identifying, planning, delivering and supporting IT services to the business Source: ITIL.org ITIL Service Strategies Continual Service Improvement Service Design Governance Methods
  5. 5. © Operational Excellence Consulting. All rights reserved. 5 ISO/IEC 20000 is a global standard that describes the requirements for an IT service management system Incident Management Problem Management Resolution Processes Supplier Management Business Relationship Management Release Processes Release Management Service Level Management Service Reporting Information Security Management Service Delivery Processes Service Continuity & Availability Management Capacity Management Control Processes Configuration Management Change Management Relationship Processes Budgeting & Accounting For IT Services Overall Management System Planning & Implementing Service management Planning & Implementing New/Changed Service ISO/IEC 20000 Source: ISO/IEC
  6. 6. © Operational Excellence Consulting. All rights reserved. 6 ISO/IEC 27001:2013 is a global standard on Information Security Management Systems (ISMS) ISMS Information Security Policies Organization of Information Security Human Resource Security Asset Management Asset Control Cryptographic Physical & Environmental Security Operations Security Communications Security System Acquisition, Development & Maintenance Supplier Relationship Information Security Incident Management Information Security Aspects of Business Continuity Compliance
  7. 7. © Operational Excellence Consulting. All rights reserved. 7 COBIT 5 is a business framework for the governance and management of enterprise IT Source: ISACA INFORMATION MONITOR & EVALUATE PLAN & ORGANIZE DELIVER & SUPPORT ACQUIRE & IMPLEMENT IT RESOURCES BUSINESS OBJECTIVES GOVERNANCE OBJECTIVES COBIT
  8. 8. © Operational Excellence Consulting. All rights reserved. 8 CMMI is a framework that assists organizations to improve their processes for developing and maintaining the products and services Source: Software Engineering Institute Optimizing Quantitatively Managed Defined Initial Managed Process unpredictable, poorly controlled and reactive Process characterized for projects and is often reactive Process characterized for the organization and is proactive Process measured and controlled Focus on process improvement 1 2 3 4 5
  9. 9. © Operational Excellence Consulting. All rights reserved. 9 People Capability Maturity Model (PCMM) is a roadmap for implementing workforce practices that continuously improve the capability of an organization’s workforce Level 5 Optimizing Level 1 Initial Level 2 Managed Level 3 Defined Level 4 Predictable Change Management Inconsistent Management People Management Competency Management Capability Management Continuously Improving Practices Measured & Empowered Practices Competency- Based Practices Repeatable Practices Source: Software Engineering Institute
  10. 10. © Operational Excellence Consulting. All rights reserved. 10 ISO/IEC 15504 (SPICE) is an international standard for the assessment of software processes Level 5 – Optimizing • Process Innovation • Process Optimization Level 4 – Predictable • Measurement • Process Control Level 3 – Established • Process Definition • Process Deployment Level 2 – Managed • Performance Management • Work Product Management Level 1 – Performed • Process Performance Level 0 – Incomplete Source: ISO/IEC SPICE = Software Process Improvement and Capability Determination
  11. 11. © Operational Excellence Consulting. All rights reserved. 11 The PMI PMBOK is a set of best practices that are widely used for project management in a wide variety of industries Initiating Processes Planning Processes Controlling Processes Executing Processes Closing Processes (Arrows represent flow of information) Source: Project Management Institute
  12. 12. © Operational Excellence Consulting. All rights reserved. 12 OPM3 helps organizations utilize project management to accomplish their goals on time, within budget, and improve their overall effectiveness Source: Project Management Institute, Inc. Prepare For Assessment Satisfied with Results Perform Assessment Repeat the Process Implement Improvements Plan for Improvements S L OPM3
  13. 13. © Operational Excellence Consulting. All rights reserved. 13 Portfolio, Programme, and Project Management Maturity Model (P3M3) helps organizations to assess current performance and put in place improvement plans with measurable outcomes based on industry best practice P3M3 Programme Management Portfolio Management Project Management Management Control Resource Management Organizational Governance Risk Management Stakeholder Engagement Financial Management Benefits Management Source: Office of Government Commerce (OGC)
  14. 14. © Operational Excellence Consulting. All rights reserved. 14 P3O model can add value to the business areas to ensure changes are aligned to strategic and operational governance Source: Sue Vowler, Project Angels Business Change Value Are we getting the right business benefits? Business Change Governance Business Change Delivery Are we getting them done well? Business Change Design Are we doing them the right way? Business Change Strategy Are we doing the right things?
  15. 15. © Operational Excellence Consulting. All rights reserved. 15 PRINCE2 is a process-driven project management method for managing and directing successful projects Corporate / Programme Management Directing a Project Starting Up a Project Managing Stage Boundaries Controlling a Stage Initiating a Project Managing Product Delivery Closing a Project Planning Source: Office of Government Commerce (OGC)
  16. 16. © Operational Excellence Consulting. All rights reserved. 16 The IDEAL model forms an infrastructure to guide organizations in planning and implementing an effective software process improvement program Source: Software Engineering Institute Learning Diagnosing Initiating Establishing ActingStimulus for Change Characterize Current and Desired Status Develop Recommendations Set Context Build Sponsorship Charter Infrastructure Set Priorities Develop Approach Plan Actions Create Solution Pilot Test Solution Refine Solution Implement Solutions Analyze and Validate Propose Future Actions
  17. 17. © Operational Excellence Consulting. All rights reserved. 17 The Waterfall Model is the traditional software development approach Requirements Design Implementation Verification Maintenance  Traditional design and development steps are separated into distinct phases  Work products are produced at each phase and handed off to the next  Risks  Errors in each phase are passed to the next  Time overruns usually come out of final phases – development and test often result in poor quality  Poor quality are compounded by upstream problems in requirements and design
  18. 18. © Operational Excellence Consulting. All rights reserved. 18 The V Model of System or Software Development links development activities to their corresponding testing activities Source: Software Engineering Institute User Requirements Engineering Coding (SW) Fabrication (HW) Design Architecture Engineering System Requirements Engineering System Integration Testing Unit Testing Subsystem Integration Testing System Testing Acceptance Testing
  19. 19. © Operational Excellence Consulting. All rights reserved. 19 Agile software development is a group of software development methods based on iterative and incremental development Adjust & track Re-prioritize features Next Iteration Onto development 4, 5, etc. Record & incorporate changes Feedback Review Development n Add functionality n Release Development 1 Add functionality 1 Development 2 Add functionality 2 Yes Accept ? Integrate & Test Integrate & TestIntegrate & Test Start Initiate project Define requirements High level requirements Release to marketTest Agile lifecycle Continuous visibility Developers Users Clients No
  20. 20. © Operational Excellence Consulting. All rights reserved. 20 Scrum is an iterative and incremental agile software development framework for managing software projects and product or application development Product Backlog Sprint Backlog Sprint 30 days 24 hr Working increment of the software
  21. 21. © Operational Excellence Consulting. All rights reserved. 21 The Stages of Growth Model for IT Systems provide a useful framework for assessing the maturity of technologies in an organization Data Administration Initiation Contagion Control Integration Stage 5 Stage 1 Stage 2 Stage 3 Stage 4 Maturity Stage 6 Source: Richard L. Nolan
  22. 22. © Operational Excellence Consulting. All rights reserved. 22 The Open Group Architecture Framework (TOGAF) is a framework for enterprise architecture which provides a comprehensive approach for designing, planning, implementing, and governing an enterprise information architecture A Architecture Vision B Business Architecture H Architecture Change Management D Technology Architecture F Migration Planning C Information System Architectures Requirements E Opportunities & Solutions G Implementation Governance Prelim: Framework & Principles Source: The Open Group
  23. 23. © Operational Excellence Consulting. All rights reserved. 23 The Business Process Framework (eTOM) is the most widely used and accepted standard for business processes in the telecom industry Operations Fulfillment Assurance BillingOperations Support & Readiness Customer Relationship Management Service Management & Operations Resource Management & Operations Supplier/Partner Relationship Management (Application, Computing and Network) Strategy, Infrastructure & Product Product Lifecycle Management Infrastructure Lifecycle Management Strategy & Commit Marketing & Offer Management Service Development & Management Resource Development & Management Supply Chain Development & Management (Application, Computing and Network) Enterprise Management Financial & Asset Management Stakeholder & External Relations Management Human Resources Management Strategic & Enterprise Planning Enterprise Risk Management Enterprise Effectiveness Management Knowledge & Research Management Source: TM Forum
  24. 24. © Operational Excellence Consulting. All rights reserved. 24 The ISO/IEC 19770-1 standard specifies four tiers of maturity to achieve best practices in Software Asset Management (SAM) Source: ISO/IEC
  25. 25. © Operational Excellence Consulting. All rights reserved. 25 ISO 9001:2015 quality management system establishes proven processes that meet the requirements of interested parties Organization and its context (4) Customer Requirements Customer Satisfaction Products and services Results of the QMS Needs and expectations of relevant interested parties (4) Leadership (5) Performance evaluation (9) Support & Operation (7,8) Planning (6) Improvement (10) Plan Do CheckAct
  26. 26. © Operational Excellence Consulting. All rights reserved. 26 The Process-Strategy Matrix is a practical tool for analyzing business processes and determining if it would make sense for your company to outsource them Source: Paul Harmon Process Complexity HighLow Low High Outsource Retain In-House Outsource or Automate Retain In-House, Improve Process or Automate Strategic Importance of the Process Specialized processes, such as internal auditing, financial and accounting services, order management, fulfillment, customer support. Knowledge-intensive processes, such as developing innovative, high-margin products and services, and associated management and oversight. Commodity processes, such as payroll, security, maintenance, mailroom, document processing, data entry. Standardized, straightforward production of core product or service; high-volume, low- margin products or services. 2 3 4 1
  27. 27. © Operational Excellence Consulting. All rights reserved. 27 Knowledge Management People Management Relationship Management Performance Management Initiation Delivery Completion SOURCING LIFE-CYCLE CAPABILITYAREAS Technology Management Threat Management Contracting Service Delivery Service Design & Deployment Service Transfer Level 2 Level 3 Level 4 Level 5 SOURCING LIFE-CYCLE The eSourcing Capability Model for Service Providers (eSCM-SP) is a best practices capability model developed to give IT-enabled sourcing service providers guidance toward their capability across the sourcing life-cycle eSCM-SP v2 Source: Adapted from ITSQC
  28. 28. © Operational Excellence Consulting. All rights reserved. 28 Eight Types of Waste in IT Services Waste • Sub-optimal dispatch and routing • Insufficient use of remote diagnosis Transport • Waiting between assignments • Idle time during automated program runs Waiting • Each account having a customized solution • Large number of servers due to a low server utilization Inventory • Unnecessary system replacement • Backup/defrag runs earlier than needed • Excessive documentation Over-processing • Inadequate testing before production • Architecture group designs system specifications without checking for implementability Rework • Lack of best practice sharing across accounts and SAs • Mismatched work functions with skill sets Intellect • Routinely exceed customer needs (“goldplating”) • Exceeding scope of contract Overproduction • Lack/sub-optimal of Standard Operating Procedures (SOP) • Lacking appropriate time saving tools/automation Motion 1 2 4 5 6 7 3 8 Source: McKinsey
  29. 29. © Operational Excellence Consulting. All rights reserved. 29 The four sources of variability in a system are used to understand root causes Source: Kaoru Ishikawa Process Technology People Policy Output Causes Effect
  30. 30. © Operational Excellence Consulting. All rights reserved. 30 DMAIC is a data-driven improvement cycle used for improving, optimizing and stabilizing business processes Six Sigma DMAIC Roadmap Improve Measure Analyze Define Control Define the problem or opportunity Measure the current performance and capability Analyse to identify root causes Improve by implementing potential solutions Control by standardizing solution and monitoring performance
  31. 31. © Operational Excellence Consulting. All rights reserved. 31 Business Process Redesign (BPR) is the fundamental reconsideration and radical redesign of organizational processes 1. Determine Scope & Goal 3. Install Management 4. Implement & Integrate Indicator for need:  Conflicts  Meetings  Non-structure communication  Strategic dialog Key elements:  Focus on output requirements  Critical success factors  Efficiency Key elements:  Define management tools  Performance measurement  Learning  Compensation Key elements:  Install management  Manage change management 2. Redesign Process Structure Source: Hammer & Campy, 1993
  32. 32. © Operational Excellence Consulting. All rights reserved. 32 The Baldrige framework takes a holistic, systems approach in viewing an organization’s performance management system across seven areas Leadership Customers Strategy Operations Workforce Integration RESULTS Measurement, Analysis & Knowledge Management Organizational Profile Source: National Institute of Standards & Technology (NIST)
  33. 33. © Operational Excellence Consulting. All rights reserved. 33 EFQM Excellence Model Enablers Results Leadership People Strategy Partnerships & Resources Key Results Processes, Products & Services People Results Customer Results Society Results Learning, Creativity & Innovation Source: European Foundation for Quality Management (EFQM)
  34. 34. © Operational Excellence Consulting. All rights reserved. 34 The Balanced Scorecard focuses the entire organization on financial and non-financial outcomes FINANCIAL BUSINESS PROCESSES Vision and Strategy To succeed financially, how should we appear to our shareholders? LEARNING & GROWTH CUSTOMERS To achieve our vision, how will we sustain our ability to change and improve? To achieve our vision, how should we appear to our customers? To satisfy our shareholders and customers, what business processes must we excel at? Source: Kaplan & Norton
  35. 35. © Operational Excellence Consulting. All rights reserved. 35 1. IDENTIFY WHAT IS TO BE BENCHMARKED 2. IDENTIFY COMPARATIVE COMPANIES 3. DETERMINE DATA COLLECTION METHOD AND COLLECT DATA 4. DETERMINE CURRENT PERFORMANCE “GAP” 5. PROJECT FUTURE PEROFMANCE LEVELS 6. COMMUNICATE BENCHMARK FINDINGS AND GAIN ACCEPTANCE 7. ESTABLISH FUNCTIONAL GOALS 8. DEVELOP ACTION PLANS 9. IMPLEMENT SPECIFIC ACTIONS AND MONITOR PROGRESS 10. RECALIBRATE BENCHMARKS  LEADERSHIP POSITION ATTAINED  PRACTICES FULLY INTEGRATED INTO PROCESSES Phase 1: PLANNING Phase 2: ANALYSIS Phase 3: INTEGRATION Phase 4: ACTION MATURITY The Xerox Benchmarking process helps to identify best practices which can be adapted to improve business competitiveness Source: Robert C. Camp
  36. 36. © Operational Excellence Consulting. All rights reserved. 36 COPC-2000 VMO Standard (Rel. 5.2) is a collection of performance management systems for customer-centric service operations for vendor management organizations Source: COPC Inc. Clients, Customer Service Providers (CSPs), and End-Users 1.0 Leadership & Planning 4 Items 4.0 Performance 8 Items 2.0 Processes Establishing and Closing Relationships and Programs 5 Items Monitoring Relationships and Programs 10 Items Key Support Processes 6 Items 3.0 Key People Processes 3 Items
  37. 37. © Operational Excellence Consulting. All rights reserved. 37 The ADKAR Model (Awareness, Desire, Knowledge, Ability, Reinforcement) helps project teams understand the change position of both individuals and groups impacted by a project Source: Prosci ADKAR Model
  38. 38. © Operational Excellence Consulting. All rights reserved. 38 Kotter’s Eight Phases of Change Source: John Kotter Need for Change Change Behavior Change Direction Change Sustainability 1. Establish a Sense of Urgency 2. Form a Powerful Guiding Coalition 3. Create a Vision 4. Communicate the Vision 5. Empower Others to Act on the Vision 6. Plan for and Create Short Term Wins 7. Consolidate Improvements & Produce More Change 8. Institutionalize New Approaches Committed Leadership
  39. 39. © Operational Excellence Consulting. All rights reserved. 39 Copyrights of all the pictures used in this presentation are held by their respective owners.
  40. 40. © Operational Excellence Consulting. All rights reserved. 40 Other Presentations You May Like… Check out our presentations catalog at http://www.oeconsulting.com.sg/#!training-presentations/c1les
  41. 41. © Operational Excellence Consulting. All rights reserved. About Operational Excellence Consulting
  42. 42. © Operational Excellence Consulting. All rights reserved. 42 About Operational Excellence Consulting • Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. • The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. • OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg
  43. 43. © Operational Excellence Consulting. All rights reserved. To download this presentation, please visit us at: www.oeconsulting.com.sg END OF PARTIAL PREVIEW

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